Leadership from the Corehttp://www.leadershipfromthecore.com
Fri, 04 Aug 2017 21:16:20 +0000en-UShourly1https://wordpress.org/?v=4.8.25 Definite Signs That You Work in a Toxic Companyhttp://www.leadershipfromthecore.com/5-definite-signs-that-you-work-in-a-toxic-company/
http://www.leadershipfromthecore.com/5-definite-signs-that-you-work-in-a-toxic-company/#commentsWed, 15 Jun 2016 23:02:10 +0000http://www.leadershipfromthecore.com/?p=4374Harvard University published a new study by Michael Housman and Dylan Minor called “Toxic Workers.” They conclude that talented and productive people who engage in harmful and negative behavior may hurt your bottom line.

Avoiding a toxic employee can save a company more than twice as much as bringing on a star performer–specifically, avoiding a toxic worker was worth about $12,500 in turnover costs, but even the top 1 percent of superstar employees only added about $5,300 to the bottom line.

If that’s not a wake-up call to your C-suite or HR department, I don’t know what is. There are many telltale signs of a toxic work environment, including these patterns that send good employees out the door.

Sign 1: Look out for gossipers.

One clear sign is a group of disgruntled employees actively acting out their unhappiness. It’s easy to spot them–they’ll congregate in hush-hush circles around cubicles after meetings to put a negative spin on what just transpired.

They are quick to gossip, and even quicker to crucify leadership and company direction. They’re basically corporate teenagers whose time with the company is about to expire, and who now rely on each other for strength and safety.

Keep a close eye out for their whereabouts; they may go out of their way to befriend new hires to vilify someone or something and spread their cancer.

Sign 2: Beware of unmotivated workers.

This usually indicates a fear-based culture lacking the practice of encouragement and respect often found in a caring environment led by strong servant leaders.

A toxic work culture does not welcome employees to offer their ideas, input, creativity, or strengths to the overall company strategy because they are merely worker bees.

Managers dismiss the value of their people and employees are seen as “cogs on a wheel” rather than worthy colleagues and business partners in producing excellence. This will suck the life, energy, and motivation straight out of your employee.

Sign 3: Watch for sneaky managers that hoard information.

This is particularly worrisome if your manager is doing it. Here’s the real reason why they withhold information: it’s about power and control. And control at any level, across any function, or between peers is one of the most effective ways to kill trust.

The opposite, of course, is someone–especially a leader–who acts responsibly by being transparent and sharing information to benefit the whole team.

Sign 4: Watch for managers who act like dictators.

The feeling of watching your back (for your manager’s whereabouts) is never a pleasant one. It means you either fear or loathe your manager, and facing him or her during the day probably means bad news because the exchange is never positive.

This type of manager will create a toxic culture of distrust where it’s not safe to disclose information, offer input, or work in close collaboration.

A toxic workplace is stressful and unhealthy, and over time, people will break down and experience health issues–physical (think fatigue) and emotional (think depression or anxiety).

As more people become discouraged and frustrated under the grip of a toxic workplace, you’ll note a rise in anger, conflict, irritability, and frequent blowups, not to mention more sick days and disability.

Now What? How Do You Zap Your Office of Toxicity?

It is every manager and HR’s responsibility to keep a finger on the pulse of the organization to make sure people are being cared for to do their best work, and that the fear is being pumped out of the room regularly.

As a good starting point, rid toxicity from your workplace by doing these things:

Include behaviors like “respect” and “encouragement” into your performance planning and measure it.

Invest in leadership coaching for your managers.

Share your leadership and let people make decisions.

Share and give people access to data and other information to make decisions.

The bravest thing you’ll do: expose the problem, talk about it, campaign against it. And be ready to leave with a backup plan in place.

Have you worked in a toxic workplace, or helped overcome one? What would you add to this list?

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At Leadership from the Core, our business is developing the types of leaders that people will willingly and enthusiastically follow! If this post struck a chord, subscribe below to receive a download link to a FREE 35-minute webinar….

Also connect with Marcel Schwantes by sending him a LinkedIn invite. And feel free to connect with us via Twitter, or Facebook.

]]>http://www.leadershipfromthecore.com/5-definite-signs-that-you-work-in-a-toxic-company/feed/2Reinventing Your Culture with A New Recruitment Processhttp://www.leadershipfromthecore.com/reinventing-your-culture-with-a-new-recruitment-process/
http://www.leadershipfromthecore.com/reinventing-your-culture-with-a-new-recruitment-process/#respondMon, 01 Feb 2016 22:36:26 +0000http://www.leadershipfromthecore.com/?p=4313If you’re a hiring manager, you’ve noticed that we are smack in the middle of a talent shortage. If that’s not bad news already, reports coming out over the years estimate that 25 percent of top performers plan to leave their company within 12 months. Adding insult to injury (I’ll get to the bright side, I promise!) smaller companies can’t compete with the high salaries being throw around in markets like Atlanta, San Francisco and New York City. Things are tight and very competitive, and the talent pool is slowly draining.

So you got positions to fill. What do you do?

Here’s the good news.

I want to suggest 4 practices which you may want to put into effect in your employment selection process. They could also drastically shift your team’s culture to a better place and lead to higher engagement and retention.

Here we go….

1. Look for High Potentials, Not Experience.

Organizations are moving away from basing their hiring criteria on a strict job description with fancy bullet points like “15 years of subject-matter expertise in XYZ technology in ABC vertical markets,” where desired hard skills and critical thinking are usually the ultimate judge in an interview process. It’s just too risky to do so in today’s ever-shifting, complex business environments. Selection and performance development are now shifting toward finding potential that you can develop: identifying someone with the capacity to adapt to new challenges and grow into new roles when the company takes unexpected turns. Also, I would avoid “rock stars” because they know their worth and may be looking for the next gig before your onboarding is finished! (seen in happen) Once you identify those innate soft “people” skills to compliment the hard skills that lead to success for that position, you will have a high performing employee. As they become internal rock stars, your challenge is to create the environment that pushes them professionally forward and upward.

2. Look for People that Will Push You

But I’m the boss, I do the pushing, not them! you say. Hold on cowboy. What I mean is this: great leaders cannot succeed on their own; even the most outwardly confident managers or executives need to surround themselves with great support and advice. Without strong connections to provide fresh perspective, input, counsel, and debate ideas that challenge you to grow and take the burden off of you, it is very easy to lose your way, and lose your team’s trust. By the way, hiring such team members to come alongside you and make you better is also a great engagement tactic. So, go re-draft that job description, re-do your interview questions and make them behaviorally-based, and make sure to include the qualities you want to see in a worker who will push you to be more innovative, more “big picture” thinker and more receptive to bringing them to the table.

3. Use Social Media to Identify Values that Reflect Your Own

It’s hard to judge a candidate over a piece of paper to determine whether their values align with yours. This may sound counter-intuitive if you don’t utilize social media for your hiring process, but you should. Companies are increasingly searching for potential candidates who they think is a culture or team fit by looking at their personal brand on LinkedIn, Twitter and Facebook. A lot can be said about a person’s character, beliefs, and ultimately their values by what they broadcast over social media. Chances are that you’ll spend more time per day with your co-workers than your own wife, so it would make sense to find out if they share similar values for building a strong team.

4. Use Behavioral Assessments to Determine Fit

Research is saying that the cost of a bad apple nowadays can run up to 200 percent of an employee’s yearly salary. One of the companies I worked with a few years back in the digital advertising space had a huge turnover problem (up to 60 percent), stemming from not being clear on what behaviors and values drove success on the job. So I put in place a pre-employment assessment tool to help them choose the right people and match new employees with the right positions, based on their core behaviors matching the core behaviors of top performers. This also became a great case for helping plan training and development programs for employees.

And in our own consulting business now, we have partnered with the OLAGroup and utilize their Organizational Leadership Assessment (OLA) to diagnose a company’s organizational health based on six key behaviors of servant leadership according to the research. The OLA is downright credible with an excellent academic reputation as being the oldest servant leadership assessment tool and the only one of its kind available anywhere in the market today. We stand behind this product. We use on the front end of a employee selection process, and then assess the culture for development opportunities later in our engagement.

As you review this short list, the point is to stretch yourself beyond the comfort zone of existing processes and leadership behaviors that are not getting you the results you want. If you need help, let us know and we will gladly walk you through it!

To your success,

Marcel Schwantes

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Thanks for reading! At Leadership from the Core, our business is creating servant leadership cultures built on character and trust that will reverse turnover! If this post struck a chord, subscribe below to receive a download link to a FREE 35-minute webinar….

]]>http://www.leadershipfromthecore.com/reinventing-your-culture-with-a-new-recruitment-process/feed/010 Manager Behaviors Guaranteed to Get Your Tribe to Follow Youhttp://www.leadershipfromthecore.com/10-manager-behaviors-guaranteed-to-get-your-tribe-to-follow-you/
http://www.leadershipfromthecore.com/10-manager-behaviors-guaranteed-to-get-your-tribe-to-follow-you/#respondThu, 10 Dec 2015 20:34:40 +0000http://www.leadershipfromthecore.com/?p=4275Years ago, I was a member of an executive team and got to witness firsthand the leadership styles of each person. It was a great case study on what not to do to get your tribe to follow you, and I had a front row seat.

One executive was a prolific visionary with an impressive resume. His Achilles heel was his over-confidence arrogance. It came in the form of bravado, swagger, and positional authority that didn’t sustain its influence. After a while, people began to catch on that the outward brash was only skin deep. It was really all about him.

What Type of Leaders and Managers Do Employees Enthusiastically Follow

1. They follow leaders who are not afraid to be wrong.

Confident leaders take a stand not because they think they’re always right, and use that to push their weight around, but because they aren’t afraid of being wrong! This takes a level of rarefied authenticity. The cocky and conceited leader that proclaims his position, and disregards differing opinions or points of view, is a leader that will have few followers, mostly out of intimidation. Typically they know they’re right – and they wantneed you to know it too.

Reality check: This type of behavior does not signify confidence; it’s the sign of an intellectual bully.

Leaders with loyal followers are secure enough to back down graciously when being proven wrong. To them, it’s more important to find out what is right than being right. They will also often admit when they’re wrong, made a mistake, or don’t have all the answers. Intellectual bullies? Rarely the case.

2. They follow leaders who listen way more than they speak.

Want to hear an insecure leader at work? Easy, just listen to their bragging—a mask for their insecurity. Confident leaders are unassuming and know what they think; they want to know what you think.

Practically speaking, they allow their followers the freedom to think and be part of the conversation; they ask curious questions, lots of questions: how something is done, what you (the employee) like about it, what you learned from it… and what you need to be better, more productive, efficient, etc, at work.

Leaders with loyal followers realize they know a lot, and seek to know even more… and they know the way to do that is to listen more.

3. They follow leaders who avoid the spotlight so it shines on other people.

Leaders with loyal followers don’t need the glory or seek validation; they understand what they’ve achieved. They shine the spotlight on others, then stand back and celebrate their accomplishments, which helps boost the confidence and trust of others.

4. They follow leaders who are not afraid to ask for help.

Confident leaders are secure enough to admit weaknesses and when they need help. By asking for help that others may see as a weakness, a truly confident leader knows that when he gets help, he pays that other person a big compliment.

5. They follow leaders who don’t put down other people.

This leader stays away from gossip, or the need to speak badly of others in order to make themselves appear better by comparison. His only concern is to be a better person tomorrow than he was yesterday.

6. They follow leaders who own their mistakes.

This leader breeds honesty and authenticity, will always admit their mistakes, and won’t mind occasionally “looking bad.” In fact, their confidence may even allow themselves to be the source of other people’s jokes at their expense, because they knows that when you’re authentic and unpretentious, others don’t laugh at you. They laugh with you.

7. They follow leaders who seek wisdom from others.

There is an old proverb that goes like this:

“Where there is no guidance the people fall, but in abundance of counselors there is victory.”

Leaders with a loyal following seek advice or input from their trusted inner circle that will teach them, keep them on track, and move them in the right direction. These are the few mentors in their lives that truly matter, and they’ve earned their trust and respect! This same confidence knows that the people who truly matter the most will stand behind them.

8. They follow leaders who intentionally seek to build trust with others.

Any true leader will first build trust with those they work closely with. In fact, it has been found that in healthy organizations, leaders with a servant-mindset are willing to give trust to their followers first, and they give it as a gift even before it’s earned.

9. They follow leaders who make their employees feel like business partners.

Once you’ve invested in close relationships and built trust over time, these leaders will let their team members feel like they’re invested in the business. They give them ownership! When leaders engage their workforce in an entrepreneurial way, like owning your own small business, good things begin to happen. Your employee engagement will soar.

10. They follow leaders who reward and recognize those who fight alongside them.

A true leader never flies solo or plays for the name on the back of his/her jersey. He/she will always acknowledge successes as a team effort. This leader understands human nature and will make it a priority to recognize people for their hard work, both in public and private. An employee that sees this leader in action not seeking self-glory, but building up others, will typically be more willing to follow that leader.

Bonus: They follow leaders who ask for feedback.

You want to know the definition of a fool? It’s someone in a leadership role who refuses to accept or look at feedback. A great leader doesn’t just put a team together, rolls out a program and leaves the scene. She constantly asks her employees for feedback about what’s working, and what’s not. She understands that to maintain a healthy culture, she has to keep her finger on the pulse.

__________________________

At Leadership from the Core, our business is developing the types of leaders that people will willingly and enthusiastically follow! If this post struck a chord, subscribe below to receive a download link to a FREE 35-minute webinar….

Also connect with Marcel Schwantes by sending him a LinkedIn invite. And feel free to connect with us via Twitter, or Facebook.

]]>http://www.leadershipfromthecore.com/10-manager-behaviors-guaranteed-to-get-your-tribe-to-follow-you/feed/0How to Solve Your Turnover Problem with these 10 Practiceshttp://www.leadershipfromthecore.com/how-to-solve-your-turnover-problem-with-these-10-practices/
http://www.leadershipfromthecore.com/how-to-solve-your-turnover-problem-with-these-10-practices/#commentsMon, 07 Dec 2015 19:28:15 +0000http://www.leadershipfromthecore.com/?p=4265Last week we discussed how to solve your turnover problem with this one overarching principle that some of the world’s best and most profitable company cultures (think Google) practice on a daily basis. Check that post first to set the stage here before scrolling down further.

In part two of this two-part post, lets dig much deeper and get into the practical aspects of that principle. These ten practices, if applied consistently, will help stop the turnover bleeding that’s costing your company and destroying its reputation.

APPLY THESE TEN PRACTICES TO KILL YOUR TURNOVER

1. Let employees think and act like business owners.

Employees should feel empowered to make decisions–and employers should let them. That may require a significant shift in the way you lead. What I’m saying is, decision-making processes and approvals need to be simplified; and leaders need some coaching in how to hand off the reins; and employees need training, coaching and mentoring to help them confidently grab hold of the reins.

2. Minimize the rules.

In thinking like an owner, you also should minimize the rules. Unnecessary policies coming from bureaucracy stifles the entrepreneurial spirit we talked about in the first post, so if you’re the one setting down new policy, my advice is — go on a rule diet. Enlist a few people cross-functionally to create a council where you meet just to look for ways to keep the bureaucracy to a minimum.

3. Give people the opportunity to drive.

If a team member comes up with an idea that may not be part of their “scope of responsibility,” help connect them with the right teams and let them bring their ideas to life. Whether you’re the boss or a senior co-worker, try to give them that opportunity to drive something. It will expand their skills, thinking and creativity. And….ultimately drive up your engagement scores.

4. Create a recognition program that rewards people for thinking like an entrepreneur.

As a servant leader, reward those who are constantly sharing ideas that are simple and small, but still make a significant difference to either the customer experience or company bottom line.

5. Try to work with colleagues in different departments for cross-pollination of ideas.

One of the reasons smaller companies are naturally more entrepreneurial is because of this practice– the team is small enough that everyone has a voice and input on everything, even if it’s not part of their core responsibility or strength. So, as your team, dept. or company get bigger, be vigilant of getting segmented off from other departments and creating silos. You want to keep the steady flow and diversity of ideas, fresh perspectives and organic innovation that can come from cross-pollination.

6. Always, always, always communicate.

As teams, departments and companies grow, internal communication gets more complex and naturally suffers. So be intentional about it. If employees are indeed being asked to think like business owners, then they need the access to the same information that owners receive; they need to be brought to the table for input and be included in important conversations; they need a clear understanding of the big picture, strategic goals, changes of direction, and what’s going on in the minds of management if the bus route changes; they need to be invited to meet customer and clients, and get early exposure to them even before they become clients.

7. Create a culture of questioning.

Questions fuel the creative process and entrepreneurial mindset. Perhaps you can open meetings with a thought-provoking question. You can create a Wiki page or any other online community where co-workers can post any question they may have. Or you can pose a question of the month to get everyone focused and thinking about a certain aspect of the business.

8. Let them ask you anything.

As senior leaders and managers, you want to foster a transparent culture by allowing for any question to be asked, even the tough ones! Then address them in a town-hall meeting, as uncomfortable as it may feel. This will dramatically increase trust with your employees, and build a collaborate, trustworthy culture.

If you want to ensure anonymity when taking the pulse of your organization, try a company like TinyPulse, which we highly recommend for getting real-time feedback with short, frequent surveys that get high response rates.

9. Have a “no door” policy.

Pictured: Richard Sheridan, CEO/Chief Story Teller, Menlo Innovations

No, not an open-door policy; I mean a no door policy. At companies like HubSpot and Menlo Innovations, execs sit with everyone else, and in many cases (including the CEO, pictured above), the walls around cubes have actually been taken down completely. Collaboration and engagement soars once the barriers (physical and emotional) are removed.

10. And finally, set an entrepreneurial example.

As with most elements of a company’s culture, the entrepreneurial spirit has to come from the top and from within. Whether you’re in upper management or not, setting an example for yourself and your department can always help trigger more responsive, innovative ideas around you. If you’re not open to new ideas and new ways of doing things, how can you expect your team to be open to them?

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At Leadership from the Core, our business is reversing leadership behaviors that lead to turnover and low morale! We do that through servant leadership. If this post struck a chord, subscribe below to receive a download link to a FREE 45-minute teleseminar….

]]>http://www.leadershipfromthecore.com/how-to-solve-your-turnover-problem-with-these-10-practices/feed/1Cheryl Bachelder and Pat Falotico on the Biggest Barriers to Serving Wellhttp://www.leadershipfromthecore.com/cheryl-bachelder-and-pat-falotico-on-the-biggest-barriers-to-serving-well/
http://www.leadershipfromthecore.com/cheryl-bachelder-and-pat-falotico-on-the-biggest-barriers-to-serving-well/#respondWed, 02 Dec 2015 19:57:38 +0000http://www.leadershipfromthecore.com/?p=4247Pat Falotico, CEO of the Robert K Greenleaf Center for Servant Leadership, and Cheryl Bachelder, CEO of Popeyes® Louisiana Kitchen Inc., were asked, “What are the biggest barriers to serving well?” This is a short highlight we captured from the 2015 Servant Leadership Summit three-hour webinar.

]]>http://www.leadershipfromthecore.com/cheryl-bachelder-and-pat-falotico-on-the-biggest-barriers-to-serving-well/feed/0Can Leaders Think of Followers Above Themselves without Becoming Doormats?http://www.leadershipfromthecore.com/can-leaders-think-of-followers-above-themselves-without-becoming-doormats/
http://www.leadershipfromthecore.com/can-leaders-think-of-followers-above-themselves-without-becoming-doormats/#respondWed, 02 Dec 2015 19:51:16 +0000http://www.leadershipfromthecore.com/?p=4245Pat Falotico, CEO of the Robert K Greenleaf Center for Servant Leadership, and Cheryl Bachelder, CEO of Popeyes® Louisiana Kitchen Inc., were asked, “what does it look like to think of others above ourselves without becoming a doormat? What does that look like in practice, and not just theory?” This is a short highlight we captured from this year’s Servant Leadership Summit three-hour webinar.

]]>http://www.leadershipfromthecore.com/can-leaders-think-of-followers-above-themselves-without-becoming-doormats/feed/0Can You be a Servant Leader under an Oppressive, Command-and-Control Leader?http://www.leadershipfromthecore.com/can-you-be-a-servant-leader-under-an-oppressive-command-and-control-leader/
http://www.leadershipfromthecore.com/can-you-be-a-servant-leader-under-an-oppressive-command-and-control-leader/#respondWed, 02 Dec 2015 19:42:40 +0000http://www.leadershipfromthecore.com/?p=4242Pat Falotico, CEO of the Robert K Greenleaf Center for Servant Leadership, and Cheryl Bachelder, CEO of Popeyes® Louisiana Kitchen Inc., were asked the question: “Is it possible to be an effective servant leader under the thumb of oppressive, command-and-control leaders? And if so, how?”

]]>http://www.leadershipfromthecore.com/how-to-know-that-youre-creating-a-culture-of-servant-leadership-2/feed/0How to Solve Your Turnover Problem with This ONE Principlehttp://www.leadershipfromthecore.com/how-to-solve-your-turnover-problem-with-this-one-principle/
http://www.leadershipfromthecore.com/how-to-solve-your-turnover-problem-with-this-one-principle/#commentsMon, 23 Nov 2015 20:57:50 +0000http://www.leadershipfromthecore.com/?p=4217Is your company struggling to retain its workforce? Pretty expensive habit, but you’re not alone.

According to data from Harvard Business Review and the Corporate Leadership Council,

25% of top performers plan to leave their company within 12 months

50% of executives say their organizations are ineffective at managing and keeping top talent.

33% of “emerging stars” report feeling “disengaged” from their companies.

40% of “high potentials” have little confidence in senior management.

If you’re the business owner, C-level leader or HR Director who just got handed the gargantuan task of stopping the bleeding, there’s no magic pill. To turn the ship around, it will take a few seasons of culture change, a lot of conversations, assessments, and commitment. But trust me, it can be done.

To get the wheels in motion and reverse the curse, there’s ONE PRINCIPLE you NEED to consider applying:

Leaders and managers at any level MUST consider their employees as business partners.

When leaders engage their workforce in an entrepreneurial way, like making them feel as if they own a small business, good things begin to happen.

So, let’s make this as real as possible. You’re an executive setting an initiative for culture change, or maybe a department manager who feels like the lone ranger — your best people are packing for the competitor, and you know something’s got to change or your job is on the line. This entrepreneurial spirit of engaging and collaborating is not pie-in-the-sky stuff. It’s an attitude that you allow to filter down to the staff level so they can actively seek out change, rather than waiting for marching orders. You do this by:

Granting them access to the big picture so they can think like an owner.

Giving everyone a voice that needs to be nurtured, not criticized, in order to continue bringing innovative ideas forward. It is truly built around collaboration; the concept that no idea is a bad idea.

Building a team of people who aren’t afraid to be in the driver’s seat and are equally happy to ride in the passenger’s seat when others take the lead.

Why be afraid to foster that culture within any company, big or small?

Sara Sutton Fell, CEO and founder of FlexJobs, expands on this crucial principle which she practices at her own company. Here’s how she put it:

“To me, an entrepreneurial spirit is
a way of approaching situations where you
feel empowered, motivated, and capable of
taking things into your own hands. Companies
that nurture an entrepreneurial spirit within
their organization encourage their employees
to not only see problems, solutions and
opportunities, but to come up with ideas
to do something about them.”

In fact, some of the largest organizations most definitely embrace an entrepreneurial spirit: Apple, Virgin, Google, Zappos to name a few.

Culture is a big component of employee retention for these companies. So what that means for your company is that leaders and employees must work together to foster a culture that enables ideas to flow from anywhere within the company. Letting people take their ideas and see them through is very empowering and motivating. Both are responsible for maintaining an entrepreneurial spirit as the company grows.

At Leadership from the Core, our business is reversing leadership behaviors that lead to turnover and low morale! We do that through servant leadership. If this post struck a chord, subscribe below to receive a download link to a FREE 45-minute teleseminar….

Close to 700 were registered, but the number was considerably higher since many watched from conference rooms with their teams and departments. Live questions from participants were taken as well, and every speaker gave their personal perspective about ways leaders can serve effectually, and how servant leadership has proven time again to not only make a difference in organizations, but also improve your financial performance.

One question that came from a participant hit home for me. The question was,

“What are a couple key measures that you can use to know that you’re creating a culture of servant leadership?”

Interesting question, and one that comes up a lot in our client conversations. And it’s a valid business question because the reason for servant leadership culture change should be for business purposes.

Tenney believes you should specifically be measuring emotional competencies in a leader utilizing 360-degree assessments. That is also our approach so we agree 100 percent, if you’re an HR leader looking for best approaches.

Below, we captured both Tenney and Stahl-Wert’s answers to the question in an edited version of the segment (under 5 minutes). I think you’ll appreciate these insightful answers from two thought-leaders as you consider culture change and building up servant leaders.

If you have the time, we recommend the full 30-minute segment (below) with both speakers. We will be posting more highlights of the event and all the video replays of all the speakers in upcoming posts. Stay tuned!

Huge compliments to both Becky Robinson and Karin Hurt. We hope this will be an annual event. Please refer to the host links at the top of the page for more information on their businesses.

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Thanks for reading! At Leadership from the Core, our business is developing servant leaders and creating healthy, profitable, work cultures. If this post struck a chord, we’d love to share more stuff with you. Here’s a download link to a FREE 45-minute teleseminar….